The Comprehensive Budget Binder for the Superintendent's Preliminary Budget for FY2026.
ACTON-BOXBOROUGH REGIONAL SCHOOL DISTRICT ACTON AND BOXBOROUGH, MASSACHUSETTS
PROPOSED BUDGET Fiscal Year 2025-2026
Spring 2025
05/2025
1
ACTON-BOXBOROUGH REGIONAL SCHOOL DISTRICT FY2025-26 PROPOSED BUDGET - TABLE OF CONTENTS School/Fiscal Year 2024-25 Elected Officials and A-B District Administrators
A-B Regional School Committee AFdYa2m5 CKhl eaiinr , F YL2i5z VF oi cwe lCkhs ,a i r RFeYb2e5c cVaihc eWCi hl saoi rn , Ben Bloomenthal Tori Campbell Lakshmi Kaja Ginny Kremer Vikram Parikh Leela Ramachandran Yanxin Schmidt Andrew Schwartz Beth Petr, ABRSC Secretary
School Administration AJBo aRneigei oDneaalnH, Pi grhi nScci phaolo, l R . JJ.i mG rMe yaJruc no ti oter, HPirgi nhcSi pc ha lo, o l M i c Bh laaenl cVhoatrt do , SPcrhi on oc il p a l , Dr. Tricia O’Reilly, Principal, Conant School Larry Wolpe, Principal, Douglas School Allison Warren, Principal, Gates School CMhcr Ci sat ryt hNye-aTl oo nw, nPer iSncchi po ao ll , Christina Gavin, Principal, Merriam School C a Jrooel HG iubeobwn iecrz E, Ca or loyr Cd hi ni ladt ho ro, o d Program
Central Administration S uPpeetrei rn tLei ng hd te, n t Andrew Shen, Deputy Superintendent A sDs irs. tGa na bt rSiuepl leerAi nbtreanmd es ,n t , Teaching & Learning CEormi nmBuent ti et yz , EDdi ur ec ca tt oi or n, AE md uyc Ba ti isoi enwa li cTze, cDhinr eo cl ot og ry, D i Jveenr ns ii tf ye ,r EFqaubiet yr , &D iIrneccltuosri ,o n D i r eScht oerr,i -FLiynnannec eM&a tOt hpeewr ast,i o n s D iMr eacrt yo rE, mS pme oc inasl , EI nd tuecrai tmi o n Daniel Mazur, Asst. Director, Special Education
05/2025
2
Contents
Superintendent’s Budget Message - April 2025 .......................................................................... 4 FY26 Budget Guidelines and Realities ...................................................................................................4 FY26 Recommended Budget and Assessments ....................................................................................4 FY26 Budget Strategies ..........................................................................................................................5 FY26 Budget Drivers and Significant Financial Changes ........................................................................5 FY26 Efficiency vs. Effectiveness .............................................................................................................5 FY26 Staff Reductions ............................................................................................................................5 Long Term Outlook .................................................................................................................. 6 Summary .................................................................................................................................................6 FY26 District Budget by Character Code .................................................................................... 8 Key Enrollment and Demographic Trends ................................................................................ 9 Staffing & Class Size Information ............................................................................................. 1 0 Financial Trends....................................................................................................................... 1 2 Comparative Data - Acton-Boxborough and Comparable Districts (FY2 3 )................................ 1 3 Member Assessments since Full Regionalization ..................................................................... 1 4
05/2025
3
Superintendent’s Budget Message - April 2025
Dear Acton and Boxborough Residents, We present the FY2026 Budget with deep gratitude for your continued support, especially following last year's significant investment in our schools. We understand the financial constraints faced by our communities and acknowledge that the budgetary challenges of recent years reflect broader state and national trends in education funding. Despite your generous support, expenses continue to outpace revenues, a trend projected to persist unless the state revises its school funding formula. This budget also addresses a significant demographic shift: student enrollment has declined and is expected to continue declining slowly over the next 8 years. While overall enrollment has decreased, our population of high needs students (special education, multilingual/ English language learners, low income) in relation to overall enrollment has increased from roughly 25% to 33%. This change necessitated a strategic "right-sizing" of our general education staff to align with current enrollment while increasing the number of support staff that work with our students. Budget Guidelines and Realities The School Committee provided clear budget guidelines, aiming to balance student needs, staff support, and taxpayer responsibility. These guidelines included: • Prioritizing social-emotional, academic, multilingual, and special education supports • Limiting the overall budget increase to 3%, with a Boxborough assessment increase of no more than 6% • No use of Excess and Deficiency (reserves) funds in order to rebuild reserve accounts • Increasing capital funding for necessary facilities repairs and upgrades • Addressing contractual obligations, including wages, retirement, and health insurance • Reducing kindergarten tuition However, meeting all educational goals within revenue constraints is not possible, and we were unable to: • Add necessary support for our multilingual learners • Maintain our current level of reading and math support at the elementary level • Reduce tuition for Kindergarten families Recommended Budget and Assessments The Recommended FY26 Budget totals $116,791,164. The assessments for the towns are: • Acton: $79,959,269 (1.12%) • Boxborough: $16,824,370 (5.41%) • Maintaining general education class sizes within established guidelines • Implementing recommendations from the Elementary Budget Task Force • Utilizing staff attrition to manage reductions whenever possible
05/2025
4
Budgeting Strategies
We employed key strategies: • Careful Class Size Management: Aligning class sizes at all levels with School Committee guidelines. • Elementary Budget Task Force Recommendations: Implementing reductions in elementary general education assistant hours. • Tier 2 & 3 Intervention Review: Examining intervention group sizes and schedules to maximize student support to provide math, reading, and social emotional support for students to the maximum extent possible. We will not be able to provide the level of intervention services we currently have and will need to prioritize how services are delivered to students. Budget Drivers and Significant Financial Changes Key budget drivers include personnel costs, special education, utilities, and health insurance. Significant financial changes include: • Retirement of Excluded Debt: - $1.6M JHS/SHS debt was paid off in FY25; This reduced the FY26 district budget by $1.6M (and also reduces town revenues by a proportionate amount) • Health Insurance: +3.3% budget impact - overall rate increase of 14.84% per MIIA ($1.1M). This was mitigated by reduced runout claims (Acton Health Insurance Trust) budgeted by $450K. We also saved $613K by implementing a Health Insurance "Opt-Out" program for employees. • Attrition: - $448K Reduced from personnel budget due to resignations, retirements, & leaves of absence. Balancing Act: Efficiency vs. Effectiveness Balancing resource efficiency with educational effectiveness is paramount. Reductions over the past years have strained our system. While we maximize resource efficiency, we acknowledge educators are stretched thin. This budget aims to optimize resource use, but not all programs and services can be maintained at previous levels. For the first time in our four years of budget reductions, we have had to reduce direct support to students who need it the most. Specifically, we have reduced one of our elementary math specialists, four elementary reading assistants, and could not add necessary English language educators to support our growing population of multilingual students. This represents a significant shift in our ability to support our students effectively and is reflective of how thin our district staffing has become. FY26 Staff Reductions Our FY26 Budget reduces about 20 FTE: • Elementary: 1.0 Math Specialist, 4 Part-Time Reading Assistants, 25% of General Education Assistants Hours, 1.0 Certified Librarian replaced by Library/Media Assistant, Reduce 1 Kindergarten Section • Junior High School: 1.0 Science Teacher, 1.0 Math Teacher, 1.0 Social Studies Teacher • High School: 2.0 Social Studies Teachers, 1.0 Math Teacher, 2.0 English Teachers*, 1.875 Campus Monitor, 19 hr STAR Program Assistant - .475 FTE o *1.0 FTE English teacher already reduced at the start of 2024-2025 due to attrition
• Special Education Coordinator (elementary district-wide) • Human Resources Administrative Assistant position
05/2025
5
Staffing Shifts and Reductions Over Time Since regionalization, the number of classroom teachers has declined in proportion to enrollment, and the number of support teachers has increased in proportion to our high needs population. FY26 marks the fourth consecutive year of staff reductions, over which time, the district has eliminated 86.5 FTE (full-time equivalent positions). At the same time, we have added 35 FTE to support our high needs student populations and have increased staffing in special education, English Language Education, and nursing services. Nearly all of these staff are required to meet the needs of our students with disabilities, with some allocation to support our growing multilingual student population. The impact of budget reductions over time has touched all of our students. While not a comprehensive list of reductions, some examples include: • Increased class sizes and all levels, and in particular at the middle and high school levels • Loss of general education classroom assistants at most grade levels • Increased user fees (athletics, parking, student activities) to avoid further staff cuts • Loss of a full-time special education coordinator in an elementary school • Inability to fund necessary staffing to meet students’ English Language acquisition needs • Reductions to equity-based programming (Anti-Defamation League’s A World of Difference Program, Culturally Responsive Teacher Leaders, Seeking Education Equity and Diversity Programming) • Replacement of a certified Librarian with an assistant • Delay and deferment of critical capital projects, such as roofs and heating systems Long-Term Outlook and Efforts to Reduce Structural Funding Challenges We have made significant structural changes, including health insurance adjustments and the elimination of E&D (reserve) fund usage to supplement the budget. However, long-term challenges remain. Based on the current landscape, a 5.25% - 5.5% annual increase will be needed to maintain services for the next 3 years. This will be driven largely by wages, health insurance costs, and increases in both capital and utility costs. Without additional funding, rising costs and enrollment declines will likely necessitate a larger district-wide reconfiguration, reducing the number of schools and the way in which the district operates. The School Committee has begun work on a district reorganization plan, and you can expect to hear more about this work in the coming months. Summary This budget reflects a careful, though unsuccessful, balance between fiscal responsibility and educational needs. While necessary, fiscal restraint impacts student support and educator workload. Limited funding increases are unsustainable and will continue to erode the educational experiences we provide unless we undertake more significant measures to restructure how the district delivers its educational services to students and families. We are committed to working with the community to ensure the best possible education for our students within available resources. Sincerely, Peter Light, Superintendent of Schools
05/2025
6
ACTON-BOXBOROUGH Regional School District Calculation of Regional Member Assessments
ACTON
BOXBOROUGH
Voted 02/08/25
Previous 3-year K-12 Enrollment
Preliminary
4144 4089 4068
858 878 863
FY23 FY24 FY25
Budget FY2026
82.56% << 87.56% <<
17.44% 12.44%
%'s represent:
3-year average of total K-12 student enrollment by Town 3-year K-12 average with 5% reduction to Boxborough**
EXPENDITURES INSIDE DEBT LIMIT (Prop. 2-1/2): a OPERATING BUDGET (Recurring Non-Capital Expenditures) CAPITAL BUDGET, INCLUDING DEBT SERVICE - Capital Improvement Program (CIP) Plan - Debt Service Capital Improvement Program (CIP) Plan - Current Year Projects
111,244,633) (
(
91,839,369)
(
19,405,264)
Increase over prior year
( ( (
775,000) ( 1,000,000) ( 110,618) (
639,811) 825,562) 96,853)
( ( (
135,189) 174,438) 13,765)
Lower Fields Construction Debt Service **
EXPENDITURES OUTSIDE DEBT LIMIT (Prop. 2-1/2): RJ Grey Junior High Construction Debt Service ** Senior High Construction/Renovation Debt Service ** Douglas/Gates Twin School Construction Debt Service
( ( ( (
- ) ( - ) (
- ) - )
( ( ( (
- ) - )
3,445,288) ( 215,625) (
2,844,300)
600,988) 37,613)
178,012)
Douglas/Gates BAN
5,546,531)
(
b CAPITAL AND DEBT BUDGET
a+b GROSS DISTRICT BUDGET (ABRSD Appropriation)
(
116,791,164) (
96,423,907)
(
20,367,257)
2.11%
Increase over prior year
( (
83,116) (
68,617)
( (
14,499)
ADD - Allocated Debt Service Budgeted by Both Towns (see Credit below) TOTAL ALLOCATED COSTS PER REGIONAL AGREEMENT
116,874,280) (
96,492,524)
20,381,756)
82.56%
17.44%
LESS - STATE AID AND OTHER REVENUES CHAPTER 70 AID REGIONAL SCHOOL TRANSPORTATION AID MCKINNEY-VENTO TRANSPORTATION AID MIGRANT SHELTER REIMBURSEMENT MISCELLANEOUS REVENUES CHARTER SCHOOL AID
( ( (
16,829,871) 2,514,639)
139,515)
523,500)
(
20,007,525)
Total Revenues (
LESS - USE OF DISTRICT RESERVES EXCESS AND DEFICIENCY (E&D)
( (
- ) - ) - )
BAN PREMIUM REVENUE
Total Reserves (
(
20,007,525) (
16,517,457)
(
3,490,068)
TOTAL REVENUES AND RESERVE USE
82.56%
17.44%
FUNDING FROM MEMBER TOWNS (ASSESSMENTS): GROSS REGIONAL APPROPRIATION less REVENUES
( (
96,866,755) (
79,975,067)
(
16,891,688)
(83,116) (
(15,797) vv (
(67,319)
CREDIT - Debt Service Paid Directly by Both Towns (see allocation above)
($
96,783,639) ($
79,959,269)
($
16,824,370)
NET ASSESSMENT AMOUNT DUE FROM BOTH TOWNS
82.62%
17.38%
$1,752,690)
$888,594)
$864,096)
TOTAL INCREASE FROM PRIOR YEAR ASSESSMENT - $ TOTAL INCREASE FROM PRIOR YEAR ASSESSMENT - % ASSESSMENT BREAKDOWN: CAPITAL BUDGET ASSESSMENT COMPONENT - $ CAPITAL BUDGET COMPONENT INCREASE - %
1.84%
1.12%
5.41%
old debt retired!
$5,330,906)
$4,406,526)
$924,380)
-22.64%
-24.16%
-14.45%
$91,452,733)
$75,552,743)
$15,899,990)
OPERATING BUDGET ASSESSMENT COMPONENT - $ OPERATING BUDGET COMPONENT INCREASE - %
3.76%
3.13%
6.86%
05/2025
7
FY26 SC Voted Budget - Comparative Summary by Character Code Character Code FY23 FY24 FY25 FY26 SC FY26 Budget
FY26 Budget
Increase/Decrease % Difference
Description
Actuals
Actuals
Revised Budget Voted Budget
01 - Salaries, Teaching 02 - Salaries, Principals
($ 43,571,066.05)($45,248,637.26) ($ 46,613,317)($47,467,714) ($
854,397) 102,716) 53,304) 494,437) (6,292) 26,331) 56,737)
1.83% 3.74% 3.52% 3.12% -0.80% 2.84% 3.13%
($ 2,598,513.58)($2,690,372.88) ($ ($ 1,498,313.11)($1,472,468.20) ($
2,743,547)($ 2,846,263) ($ 1,515,491)($ 1,568,795) ($
03 - Salaries, Central Administration 04 - Salaries, Support Staff 05 - Salaries, Athletics 06 - Salaries, Buildings 07 - Salaries, Custodial 08 - Salaries, Home Instruction
($ 12,436,985.81)($14,814,755.87) ($ 15,859,197)($16,353,634) ($
($ ($
292,514.58)($ 750,367.12) ($ 914,453.57)($ 896,021.79) ($
787,841) ($ 926,185) ($
781,549)($ 952,516)($
($ 1,821,257.43)($1,829,670.67) ($
1,810,393)($ 1,867,130) ($
($ ($ ($
100.00) ($
175.00) ($
2,000) ($
1,500) ($
(500) -25.00%
09 - Salaries, Miscellaneous Student Services 11 - Salaries, Substitutes - Miscellaneous 12 - Salaries, Substitutes - Instructional
369,735.30)($ 307,754.44) ($
362,862) ($ 18,000) ($
408,621)($ 28,000) ($
45,759) 10,000) 49,910) 10,000)
12.61% 55.56% 5.13% 4.82%
12,220.72) ($
19,763.21)($
($ 1,132,294.80)($1,193,053.53) ($
972,500) ($ 1,022,410) ($
13 - Salaries, Overtime
($ ($ ($
237,968.20)($ 216,455.65) ($ 599,985.57)($ 246,701.23) ($ 207,650.62)($ 234,502.72) ($
207,510) ($ 297,420) ($ 188,335) ($
217,510)($ 208,047)($ 201,000)($
14 - Stipends, Curriculum & Instruction 15 - Fringes, Other Reimbursement
(89,373) -30.05%
12,665)
6.72% -1.66% 9.74% 0.96% 35.00% 9.70% 3.78% 2.27% 20.32% 6.95% -1.41% -0.06%
16 - Fringe, Health Insurance
($ 9,418,849.62)($11,598,048.11) ($ 11,916,655) ($ 11,718,738)($
(197,917) 146,988)
17 - Fringe, Health Insurance - Retirees 18 - Fringe, Life / Disability Insurance
($ 1,341,911.20)($ 963,557.43) ($
1,508,409)($ 1,655,397) ($
($ ($ ($
41,446.02) ($ 65,131.02) ($
43,176.68)($ 105,356.17)($
46,841) ($ 100,000) ($ 485,000) ($
47,293) ($ 135,000)($ 532,050)($
452)
19 - Fringe Unemployment
35,000) 47,050) 137,699) 23,811) 145,524) 109,711)
20 - Fringe, Worker's Compensation
389,900.36)($ 444,999.93) ($
21 - Fringe, Middlesex County Retirement System ($ 3,320,479.00) ($ 3,367,439.00)($ 3,641,290) ($ 3,778,989) ($
22 - Fringe, Medicare
($ ($
989,208.72)($ 1,020,199.00) ($ 789,159.00)($ 225,000.00) ($
1,046,701)($ 1,070,512) ($
23 - Contributions, OPEB Trust Fund
715,987) ($
861,511)($
24 - Instruction Supplies 25 - Instruction Textbooks 26 - Instructional Services 27 - Other, Capital Outlay 28 - Other, Capital - CIP 29 - Other, Debt Service
($ 1,434,557.72)($1,063,074.73) ($
1,578,625)($ 1,688,336) ($
($ ($ ($ ($
217,725.27)($ 85,078.17) ($ 416,820.37)($ 663,333.73) ($
277,160) ($ 749,220) ($ 26,851) ($
273,251)($ 748,740)($ 23,151) ($
(3,909)
(480)
36,798.26) ($
19,229.01)($
(3,700) -13.78%
505,942.23)($ 291,847.30) ($
700,000) ($ 1,012,000) ($ 6,190,816)($ 4,546,531) ($
312,000)
44.57% -26.56% 0.00% 14.60% 23.74% 43.20% 22.28% 13.95% 26.67% 42.91% -1.41% -2.46% 4.88% 28.65% 5.59% -60.03% 25.77%
($ 6,202,905.00)($6,093,555.00) ($
(1,644,285)
30 - Other, Property Casualty Insurance 31 - Other, Maintenance Buildings & Grounds
($
281,127.48)($ 335,553.38) ($
381,000) ($ 855,594) ($ 213,868) ($ 125,000) ($
381,000)($ 980,523)($ 264,643)($ 179,000)($
- )
($ 1,102,099.52)($ 834,517.63) ($
124,929) 50,775) 54,000) 214,876) 14,700) 40,000) 479,443) (19,476)
32 - Other, Maintenance of Equipment 34 - Other, Legal Service 35 - Other, Admin Supplies 36 - Other, Athletic Supplies 37 - Other, Custodial Supplies 38 - Other, Sped Transportation 39 - Other, Student Transportation 40 - Other, Travel / Conferences
($ ($ ($ ($ ($
230,323.73)($ 224,685.38) ($
72,254.52) ($
97,283.41)($
890,214.62)($ 871,771.85) ($ 107,971.89)($ 216,156.48) ($ 176,205.35)($ 201,332.87) ($
964,462) ($ 1,179,338) ($
105,400) ($ 150,000) ($
120,100)($ 190,000)($
($ 1,763,151.17)($ 710,528.40) ($ ($ 1,300,890.31)($1,269,521.16) ($
1,117,318)($ 1,596,761) ($ 1,378,520)($ 1,359,044) ($
($
82,666.03) ($
61,658.60)($
115,053) ($
112,217)($
(2,836)
4,813,467)($ 5,048,301) ($ 1,519,868)($ 1,955,287) ($
234,834) 435,419)
41 - Other, Sped Tuition 42 - Other, Utilities 43 - Other, Telephone
($ 3,548,271.51)($2,484,996.90) ($
($ ($ ($
996,909.58)($ 1,493,836.71) ($
65,775.59) ($
88,092.15)($
80,500) ($ 321,400) ($
85,000) ($ 128,450)($
4,500)
44 - Other, Sewer 48 - Assessments
273,146.88)($ 283,696.36) ($
(192,950) 244,810)
($ 1,012,743.19)($ 818,337.00) ($
950,002) ($ 1,194,812) ($
49-Other
($
(31,826.70)($
- ) ($
500) ($
500) ($
- )
0.00% 2.11%
($ 102,735,817.80) ($ 105,896,562.11) ($ 114,380,105) ($ 116,791,164)($
2,411,059)
05/2025
8
Key Enrollment and Demographic Trends FY17-FY25
Enrollment Trends
2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23
2023-24
2024-25
Total Enrollment
5588
5605
5571
5411
5207
5186
5133
5099
5055
High Needs
25.1%
24.9%
27.1%
27.5%
27.8%
28.8%
29.6%
31.7%
32.8%
Low-income
6.1%
6.0%
6.2%
7.1%
8.1%
10.9%
10.6%
11.5%
12.4%
First Language not English
16.3%
17.8%
18.6%
20.7%
21.5%
21.1%
22.2%
24.0%
25.4%
English Language Learner
4.3%
4.8%
4.1%
5.2%
5.2%
4.9%
6.2%
7.7%
8.1%
05/2025
9
Staffing & Class Size Information FY1 6 -FY2 5
* Covid (Hybrid Year)
Teachers by Grade 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25
Grades PK-2
61.4
63.8
66.5
68
70.7
67.4
70.2
69.3
70.9
69.6
Grades 3-5
62.2
60.5
59.3
61.5
59.3
65.3
59.7
59.3
58.7
58.9
Grades 6-8
79.1
80
74
76.6
81.7
85.5
76.3
75.8
76.7
72.2
Grades 9-12
96.2
95
95.1
97.2
97.9
94.9
79
76.6
54.1
52.2
Multiple Grades
49.2
54.6
19.5
21.3
58.2
70.1
101.5
104.3
124.7
128.0
All Grades
19.4
18
57.5
55.5
15.9
22.1
14.4
10.2
11.7
11.8
Total
367.5
371.8
371.8
380.1
383.6
405.3
401.2
395.4
396.8
392.6
Teachers per Student
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25
AB
15.3
15.0
15.1
14.7
14.1
12.8
12.9
13.0
12.9
*
*
State
13.2
13.2
13.0
12.9
12.6
12.1
11.9
11.9
11.8
05/2025
10
*Covid (Hybrid Year)
Class Size Average
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25
Elementary
22.50
22.44
22.16
21.80
21.40
19.78
21.30
21.50
21.60
21.40
Junior High School
20.97
21.73
23.02
22.32
20.50
20.00
19.50
23.00
21.50
19.80
High School
21.23
21.00
20.96
20.73
20.31
19.31
19.60
20.60
20.30
20.40
Teachers by Type
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24
2024-25
General Education
322.9
323.6
329.3
333.8
325.8
346
329.7
323.7
326.5
316.3
Special Education
40.3
41.5
34.9
37.1
48.9
48.6
61
60.8
56.3
60.8
English Language Learner
4.2
6.7
7.6
9.2
9
10.6
10.5
10.8
14
15.6
Totals
367.5
371.8
371.8
380.1
383.6
405.3
401.2
395.4
396.8
392.6
05/2025
11
Financial Trends FY1 6 -24
In DistrictPer Pupil Expenditure
FY16
FY17
FY18
FY19
FY20
FY21
FY22
FY23
FY24
AB
$13,396
$13,903
$14,382
$15,133
$16,428
$15,927
$17,450
$18,058
*
State
$14,970
$15,371
$15,957
$16,583
$17,131
$16,978
$18,527
$19,567
*
Difference A-B/ State
-10.5% -9.6% -9.9% -8.7% -4.1% -6.2% -5.8% -7.7%
TOTAL Per Pupil Expenditure
FY16
FY17
FY18
FY19
FY20
FY21
FY22
FY23
FY24
AB
$14,016
$14,745
$15,198
$15,698
$16,428
$17,298
$18,915
$19,316
*
State
$14,942
$15,488
$15,924
$16,506
$17,131
$17,573
$19,066
$20,134
*
Difference A-B/ State
-6.2% -4.8% -4.6% -4.9% -4.1% -1.6% -0.8% -4.1%
05/2025
12
Per Pupil Expenditure Analysis - Comparable Communities
Guidance / Counseling / Testing
In-District Enrollments
In District Expenditures Administration
Instructional Leadership Teachers
Other Teaching Services
Professional Development
Operations and Maintenance
Benefits and Fixed Charges
Fiscal Year 2024
Pupil Services
Cohort Average
$ 710.50 $ 1,367.75 $ 8,258.75 $ 1,885.00 $ 138.75 $ 828.00 $ 1,853.75 $ 1,561.50 $ 3,271.50
$ 20,841.29
Weston
2,058.8
$ 956.00 $1,547.00 $10,749.00 $ 2,067.00 $ 396.00 $1,411.00 $2,883.00 $ 2,967.00 $ 5,619.00
$29,761.00
Wellesley
4,086.5
$ 832.00 $2,455.00 $10,493.00 $ 3,107.00 $ 804.00 $1,190.00 $2,393.00 $ 1,959.00 $ 3,953.00
$28,402.00
Dedham
2,674.0
$ 901.00 $1,510.00 $ 9,675.00 $ 2,411.00 $ 475.00 $1,085.00 $2,702.00 $ 2,309.00 $ 3,416.00
$25,028.00
Wilmington
2,775.9
$ 671.00 $1,274.00 $ 9,057.00 $ 1,749.00 $ 171.00 $1,242.00 $2,339.00 $ 2,212.00 $ 5,029.00
$23,969.00
Needham
5,570.5
$ 937.00 $1,954.00 $ 8,205.00 $ 2,182.00 $ 366.00 $ 768.00 $1,850.00 $ 2,071.00 $ 4,443.00
$23,671.00
Nashoba
3,039.8
$ 472.00 $1,038.00 $ 7,768.00 $ 1,939.00 $ 538.00 $ 884.00 $2,610.00 $ 2,043.00 $ 3,441.00
$21,273.00
Acton - Boxborough 5,134.0
$ 524.00 $1,353.00 $ 7,718.00 $ 2,007.00 $ 186.00 $ 892.00 $2,783.00 $ 1,343.00 $ 3,854.00
$20,952.00
Marblehead
2,612.0
$ 857.00 $ 899.00 $ 8,518.00 $ 1,708.00 $ 104.00 $ 895.00 $1,503.00 $ 1,908.00 $ 3,772.00
$20,743.00
Hingham
2,679.1
$ 847.00 $1,301.00 $ 8,952.00 $ 2,197.00 $ 97.00 $1,024.00 $1,373.00 $ 1,534.00 $ 2,556.00
$20,479.00
Milton
4,324.6
$ 614.00 $1,918.00 $ 7,847.00 $ 1,628.00 $ 168.00 $ 501.00 $1,756.00 $ 1,461.00 $ 2,904.00
$19,134.00
Reading
3,842.4
$ 564.00 $1,505.00 $ 7,393.00 $ 1,683.00 $ 203.00 $ 849.00 $1,507.00 $ 1,583.00 $ 2,939.00
$18,974.00
Winchester
4,311.8
$ 725.00 $1,453.00 $ 8,207.00 $ 1,585.00 $ 146.00 $ 795.00 $1,625.00 $ 1,054.00 $ 2,573.00
$18,726.00
Belmont
4,421.0
$ 641.00 $1,079.00 $ 7,425.00 $ 1,534.00 $ 133.00 $ 674.00 $1,532.00 $ 1,888.00 $ 2,987.00
$18,280.00
Westford
4645.5
$ 411.00 $1,375.00 $ 7,177.00 $ 1,632.00 $ 20.00 $ 672.00 $2,057.00 $ 1,423.00 $ 3,063.00
$18,040.00
Wachusett
6,661.0
$ 451.00 $ 945.00 $ 6,588.00 $ 1,770.00 $ 87.00 $ 336.00 $1,873.00 $ 1,348.00 $ 3,208.00
$16,883.00
05/2025
13
Member Assessments since Full Regionalization Acton-Boxborough Regional School District Member Assessments since Full Regionalization - ACTON ($ amounts in 000s) > > > > >
<<<<< 5-year Average (FYI)
Revised 2025 Voted 2026
Revised 2024
2017
2018
2019
2020
2021
2023
2022
FY:
Regional Budget (Total Appropriation) % Change from P/Y
$ 83,073 $ 86,091 $ 88,722 $ 90,982 $ 96,913 $ 99,719 102,899 $ $ 106,224 116,091 $ $ 116,791
2.11% * 4.14%
4.17% 3.63% 3.06% 2.55% 6.52% 2.90% 3.19% 3.23% 9.29%
Total Assessments
$ 67,050 $ 69,324 $ 71,333 $ 72,758 $ 77,707 $ 80,220 $ 82,947 $ 85,614 95,031 $ $ 96,784 4.29% 3.39% 2.90% 2.00% 6.80% 3.23% 3.40% 3.22% 11.00% 1.84%
4.54%
% Change from P/Y - Tota
Total Assessments as a % of Appropriated Budget
80.7% 80.5% 80.4% 80.0% 80.2% 80.4% 80.6% 80.6% 81.9% 82.9% 81.28%
Town Assessments calculated based on average enrollment (i.e., before cost shift, FY15 thru 21) ACTON - $ $ 57,008 $ 58,974 $ 60,497 $ 61,660 $ 65,609 ACTON - % (of Total) 85.02% 85.07% 84.81% 84.75% 84.43%
Actual Town Assessments adjusted per Regional Agreement ACTON - $
$ 55,547 $ 57,730 $ 59,982 $ 61,235 $ 65,584 $ 67,544 $ 69,689 $ 71,670 79,071 $ $ 79,959 82.84% 83.28% 84.09% 84.16% 84.40% 84.20% 84.02% 83.71% 83.21% 82.62% 83.55%
ACTON - % (of Total)
Cost shift (ACT to BOX) per Regional Agreement
1,461 $
1,244
$
515
$
425
$
$ $
25
6,090
Change in Actual Assessment from Previous Year ACTON - $ $ 2,376 $
2,183 $
2,252 $
1,253 $
4,349 $
1,960 $
2,145 $
1,981 $ 7,401
$
888
ACTON - %
4.47% 3.93% 3.90% 2.09% 7.10% 2.99%
1.12% 4.09%
3.18% 2.84% 10.33%
(FYI) BOXBOROUGH - %
3.44% 0.79% -2.09% 1.51% 5.21% 4.56% 4.59% 5.17% 14.46% 5.41% 6.84%
Town Assessments calculated based on average enrollment (i.e., before cost shift, FY15 thru 21) BOXBOROUGH - $ $ 9,600 $
9,761 $ 10,042 $ 10,350 $ 10,836 $ 11,097 $ 12,098 15.81% 15.18% 14.98% 14.93% 15.19% 15.25% 15.57%
BOXB. - % (of Total)
Actual Town Assessments adjusted per Regional Agreement BOXBOROUGH - $
$ 10,662 $ 11,120 $ 11,503 $ 11,594 $ 11,351 $ 11,522 $ 12,123 $ 12,676 $ 13,258 $ 13,944 $ 15,960 16,824 $ 17.55% 17.30% 17.16% 16.72% 15.91% 15.84% 15.60% 15.80% 15.98% 16.29% 16.79% 17.38% 16.45%
BOXB. - % (of Total)
Cost shift (ACT to BOX) per Regional Agreement
1,244 $
515 $
425
$ $
25
$
1,061 $
1,359 $
1,461 $
6,090
Change in Actual Assessment from Previous Year BOXBOROUGH - $ $
459 $
383
$
91
$
(242)
$
171 $
601 $
553 $
582 $
686 $
2,016 $
864
BOXB. - %
4.30% 3.44% 0.79% -2.09% 1.51% 5.21% 4.56%
5.41% 2.76%
4.59% 5.17% 14.46%
(FYI) ACTON - %
6.18% 4.47% 3.93% 3.90% 2.09% 7.10% 2.99% 3.18% 2.84% 10.33% 1.12% 3.85%
05/2025
14
Mission, Vision, Values and Beliefs
Mission Our mission is to provide high-quality educational opportunities that inspire a community of learners Vision Our vision is to develop engaged, well-balanced learners through collaborative, caring relationships
Core Values
● Engagement: We provide engaging educational opportunities where students develop passion and joy for learning. ● Equity: We ensure all students have equitable access to programs and curricula to reach their potential. ● Wellness: We partner with families to prioritize social-emotional wellness, which is necessary for learning and developing resilience.
05/2025
15
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